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THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO
The Bryan School of Business and Economics
Department of Business Administration
MGT 491-02: Business Policy and Strategy
Fall 2013
On-line / Asynchronous Delivery
Instructor:
Office:
Telephone:
Email Address:
Office Hours:
Course Websites:
Dr. Eric Ford
353 Bryan Building
Skype ID: ewford
EWFord@uncg.edu
By appointment online on Skype
1) Wordpress – https://baecourses.uncg.edu/mgt491/ (You can also
access Wordpress site from the Blackboard’s menu (Course Reading
Materials)
2) Blackboard – https://blackboard.uncg.edu
3) GLO-BUS Simulation – http://www.glo-bus.com
REQUIRED TEXT & MATERIALS
1. Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. Strategic Management
(DLEM), 6th Edition, 2011. ISBN-10: 0077439562 or ISBN-13: 978-0077439569. (Note
that the recommended copy is the loose-leaf version obtainable from the UNCG
Bookstore, which is about 40% cheaper and you can order from the bookstore and it will
be shipped to you).
2. Thompson, A. A., Stappenbeck, G. A., & Reidenbach, M. A., GLO-BUS: Developing
Winning Competitive Strategies. Participant’s Guide. 2013 Edition. Available either
bundled with the textbook at the UNCG Bookstore or online at http://www.glo-bus.com/.
Please note that I would form the group membership until the class begin.
3. The Mobius SLIP (MOBIUS SLIP) System (further instructions will be provided via
email). Access to the system costs $20 + NC Sales Tax. The website
(http://www.ctasit.com/).
COURSE PREREQUISITES
MGT 301, 309, 312, & 330; MKT 320; FIN 315; ISM 280 & 360 plus senior standing and
admission to approved major — Note that these are prerequisites, not co-requisites.
COURSE DESCRIPTION
Please see the Introductory Lecture on the MGT 491 Website
https://baecourses.uncg.edu/mgt491/ for more information.
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Business Policy and Strategy (or Strategic Management) is considered the capstone course in
your undergraduate business education. It is first and foremost a course about "strategy" and
concerned with "managing for organizational success". The central theme of the Business
Policy and Strategy (Strategic Management) course is that a company’s chances for enjoying
persistent or sustained competitive advantage and/or profitability are greatly enhanced if and
only if its managers (1) have an astute, timely strategic “game plan” for running the company;
and (2) implement and execute the game plan with proficiency. We shall explore in some depth
how and why a well-formulated and well-executed strategy nearly always enhances a
company's long-term performance through strategic content analysis and skill building
exercises.
The content portion of the course would be devoted to explaining what it means to think
strategically about a company’s situation and it would instruct the student in the formal tools and
techniques of strategic analysis, formulating a strategy, and then implementing it successfully.
The skill-building portion of the course is built around case analysis and simulation game. The
purpose of the skill-building portion is to drill students in the application of the key concepts and
analytical techniques, and is designed to help develop their ability to conduct strategic analysis,
force them to exercise business judgment, and provide them with experiential contact with
strategic decision-making.
COURSE OBJECTIVES
By the end of the semester, students should be able to:
1. Understand the strategic issues and policy decisions facing businesses and how current
management concepts address these issues.
2. Understand and describe the strategic management process and the difference between
strategic analysis, strategy formulation and strategy implementation.
3. Acquire an understanding of how to use new and existing knowledge to analyze "real
world" cases and by so doing, to understand the complexity of strategic issues.
4. Elaborate on how strategic plans and policies are integrated, implemented and
controlled and to comprehend the culture and ethical factors that influence these
management activities.
5. Analyze new knowledge and use existing knowledge to conduct strategic and
competitive analysis using various tools (e.g., five forces model, SWOT analysis,
Portfolio matrix models) in a variety of industries.
6. Evaluate the formulation of business and corporate level strategies, the different
business and corporate strategic types, alternative actions, and make sound strategic
decisions using what-if analysis.
7. Discuss the managerial task associated with implementing and executing company
strategies, and the action managers can take to promote competent strategy execution.
8. Assess the role of government policy in creating incentives and disincentives for a
variety of competitive condition for both domestic and international competition.
9. Demonstrate how the various pieces of the knowledge they have acquired in their
functional-oriented business courses fit together, and discuss why the different parts of a
company's business need to be managed in strategic harmony for the company to
operate successfully.
10. Synthesize and apply the concepts and analytical tools exposed to in the course by
participating in managing a company through a business simulation game or conduct a
strategic and competitive analysis of a company, both individually and as a member of a
group.
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TIME REQUIREMENTS
The workload in this course is heavy. Therefore, we will be very busy. As such, you should plan
to spend a minimum of fifteen (15) hours per week on class (e.g., reading the textbook (4-7 hrs),
preparing the mini case analyses and reviews (8-10 hrs), and gathering information and
preparing your Globus group project (3-6 hrs)). The course will have 3 or 4 deliverables each
week. The simple was to think about the time commitment is relative to the expectations for a
14-week, 3-credit course is 6-9 hours. If you cut the time frame by a third (5 weeks), the effort
should go up a commensurate amount. If you invest the right amount of time in the course,
it will not only be one of the most demanding, but also the most enjoyable course you
will take in business school. It is therefore, important that each of us work consistently and
diligently to complete the objectives of the course. I plan to work very hard in this course to
make it a success, so I will expect you to follow the following norms seriously. Deadlines will be
strictly enforced as materials must be re-distributed to other students for evaluation.
COURSE GRADING POLICY
Please see the Grading Philosophy Lecture on the MGT 491 Website
https://baecourses.uncg.edu/mgt491/ for more information on how the course evaluation will be
managed. It is highly recommended that you view this lecture prior to beginning the course.
The general grading philosophy is based on the following facts, assumptions and beliefs:
1. Based on your past performance, it is very likely that you should be able to pass this course
in good order (assumption). Therefore, there is no need to ‘weed out’ any low performers as
a rule. Hence, it is very likely that every student will pass this class in good standing
measured as a ‘C-‘ or better;
2. The top grades of ‘A’ and ‘A-‘ are reserved for the Top 20 percent of all students in this
course. In addition to rewarding the Top Performers, this policy is designed to create a
negative incentive to collaborate on individual activities (cheating) as it will potentially harm
the grade of the student that provides the information.
3. The on-line course format is more time consuming and challenging for most students (fact);
4. Based on fact 3, I will deviate from the normal grading distribution (which has 50% of the
class receiving a B- or better) and allow for 50 percent of the class to receive a B or better.
This should result in a class-wide average GPA of 3.0.
5. The course will be graded on a curve outlined in the following table
6. If you submit all deliverables you’re guaranteed at least a C- grade.
7. If you diligently contribute to each components of the course, your risk of low grade is low.
Class Rank
Top 10% of class
Second 10% of class (i.e., 11% - 20%)
Third 10% of class (i.e., 21% - 30%)
Fourth and Fifth 10% (i.e., 31% - 50% )
Sixth and Seventh 10% (i.e., 51% - 70%)
Eight 10% (i.e., 71% - 80%).
Ninth 10% (81% - 90%). If every student completes
every assignment, every student will pass the class.
Tenth tier (91%-100%). For students who do not
complete all course work.
Grade
A
AB+
B
BC+
C
C- to F
Cumulative Percent
10
20
30
50
70
80
90
100
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Grading Rubric: Your course points will be based on the following criteria:
Assignments
Points
Quizzes (four quizzes at 50 points each)
200
Mini-case analysis Artifacts
100
Case 1 – What is Strategy? (10 points)
WSJ Cases 2 (20 points)
WSJ Cases 3 and 4 (35 points each)
Mini-case analysis Benchmark & Critiques
100
Case 1 – What is Strategy? (10 points)
WSJ Cases 2 (20 points)
WSJ Cases 3 and 4 (35 points each)
Mini-case analysis Instructor Adjustment
100
Case 1 – What is Strategy? (10 points)
WSJ Cases 2 (20 points)
WSJ Cases 3 and 4 (35 points each)
GLO-BUS Simulation Exercises
400
Simulation quiz (40 points)
Simulation performance (160 points)
3-Year Strategic plan (70 points)
Written report (100 points)
Peer evaluation (30 points)
Total for Online Sections
900
For face-to-face (F2F) classes there is an
100
attendance and participation grade
Total for F2F sections
1,000
Final grades can be obtained through the UNCG uncGenie immediately the grades are posted
to the UNCG Web site or sent to the Registrar's Office.
COURSE ASSIGNMENTS
1. Quizzes
There will be FOUR quizzes on the material presented in class in the form of video lectures and
from the textbook. The quiz is open book. The quiz is an INDIVIDUAL activity. As the course is
graded on a relative scale, giving assistance to another student will, in fact, harm your own
grade.
Each quiz will consist of 25 questions (multiple choice, pick-all-that apply, and matching). You
will be given one half hour (30 minutes) to complete each exam, within a 24-hour period (from
12:00 AM (Midnight) to 11:59 PM). The quizzes are not intended to be cumulative, but the
nature of the course material results in a de facto need for cumulative course knowledge. As the
quizzes times are posted well in advance, it is your responsibility to ensure that you are free
during the quiz period. There will be no final exam.
There are practice quizzes covering all the Units in the course. The practice quizzes have no
point value toward your final grade and are intended as an optional tool. The quizzes are
intended to give you an opportunity to: 1) assess the nature of the questions that will be asked
on the exam so you can study appropriately; 2) test your computer system to ensure you
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experience no technical problems during exams, and 3) assess your level of readiness for the
exams. The practices quizzes will be disabled at least 12 hours before a quiz is available to be
taken by students.
2. Mini-case assignments
There will be FOUR mini-case analysis assignments involving peer reviews. The purpose of the
individual written assignments is to help you develop higher-level understanding of major
concepts in the course. Assignments are based on selected cases from the Wall Street
Journal which will cover a couple of major topics in the course. Mobius SLIP (mobiusSLIP.com)
will be used for administering and processing the written assignments. Mobius SLIP is
accessible via the Blackboard course menu. In each assignment, you will be randomly matched
with a varying group of peers, whose identities you will not know. Scores generated by peer
assessment will count towards your grade.
The Mobius SLIP Student Guide explaining the system’s workflow and interface is accessible at
the Mobius SLIP website. Your Artifacts on the mini-case assignments must respond to
the questions with the response to each question clearly indicated in a separate
paragraph. For example, if the mini-case has five (5) questions, your responses to the
questions must be document in five (5) different paragraphs with each paragraph
focusing on a separate question.
Plagiarism detection: The Mobius SLIP has a button that allows you to alert the professor to
potential plagiarism issues. Please include a website address (url) pointing to the material you
believe has been copied or incorrectly cited. Students identified as having violated the UNCG
honor code will be given a zero for the assignment on the first offense. For the second offense,
students will be given a failing grade in the course and referral to university’s honor committee.
Students that identify plagiarism will be given a half-letter grade increase in their final
assessment (one-time only).
The code for sell-enrollment is: fall13ef (lowercase)
3. Glo-Bus Simulation Exercises
Team would be randomly formed for the Glo-Bus Simulation exercise. Each team will manage a
company, which would be required to make a set of decisions relating to the various functional
areas in a company in the simulation game, GLO-BUS. To learn the mechanics of playing the
simulation, you will need to read the Player’s Guide thoroughly. To register for the GLO-BUS
simulation, I will form student groups for the GLO-BUS simulation game and provide each
student with her/his industry/company registration code before the commencement of class.
You will then have to go to www.glo-bus.com and register for the simulation exercise. You will
need to complete the registration process by paying with a credit card (if you do not purchase
the course textbook with a registration code embedded).
There will also be a practice round to help you familiarize yourself with the dynamics of the
game. You will be evaluated on the following activities:
1. One Simulation quiz (open-book, to be completed online by the due date shown in the
schedule).
2. Developing a 3-Year Strategic Plan on-line for Years 11 to 13 (Decisions 6 to 8).
 Articulate your team’s company’s strategic vision (in a couple of sentences);
 Set performance targets for EPS, ROE, Stock price appreciation, credit
rating, and image rating for each of the next three years;
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3.
4.
5.
6.
State the competitive strategy the company will pursue in entry-level cameras
and cite data showing that this strategy is either currently on track or will
require substantial internal changes.
 State the competitive strategy the company will pursue in multi-featured
cameras and cite data showing that this strategy is either currently on tack or
will require substantial internal changes; and
 Develop a projected income statement that lays out projections of unit sales,
revenues, costs, and profits for each of the four geographic regions and for
the company as a whole for each of the next three years.
Simulation Performance: You will be awarded points based on how well your company
meets its different performance objectives in comparison with other companies in the
same industry. Your company’s performance will be based on five performance
measures, with weights in parentheses: (a) earnings per share (20%); (b) return on
stockholders’ equity (ROE) (20%); (c) stock price appreciation (20%); (d) the company’s
credit rating (20%); and (e) corporate/brand image (20%).
Simulation Meetings: Team members need to demonstrate that they can effectively
schedule, plan and document meetings. Ideally, team members should seek to have the
highest quality encounter on-line. Suggestions for meetings include: a conference call by
Skype. Skype allows for three-way meetings within its free application; and meeting is
through an asynchronous series of postings on the discussion board in GLO-BUS.
Irrespective of the meeting modality, there needs to be an agenda prepared (the plan)
and minutes kept (documentation). With respect to scheduling, given the on-line nature
of the course, it is reasonable to expect your team members to respond within one
business day to asynchronous posts or within shorter windows if you should so agree. It
may be beneficial to e-mail you team members that you have posted a message. I take
free-riding very seriously and team members who free-ride will obtain a zero score
for each of the Glo-Bus exercises.
A written report of a review of your company’s strategy and performance in the
digital camera industry at the end of the simulation. The written report should
include the following in an integrated manner:
 Brief review of performance.
 Discussion of strategic vision
 Discussion of competitive strategy
 Comparison of actual competitive strategies with intended competitive strategy (if
any).
 Examination of top management team decision-making processes. What
planning and decision process you used.
 Presentation of the general strategy you would use if the game was to continue
for five more years into the future.
 Discussion of what you learned from the experience.
Team member non-performance recourse process: Group exercises are among the
most difficult in business and during school especially when team members are in
different parts of the State/Country. Therefore, it is common for teams to experience a
variety of problems ranging from overactive participants to free-riders. If your team
experiences a dysfunctional dynamic, it is essential that the process be fully documented
for any instructor mitigation to occur. If you feel that your group is not performing
effectively, alert the instructor directly by email. While the GLO-BUS site of the groups
will be monitored, the class is large and there are many groups and non-performance
should be specifically identified. You will have the opportunity to directly influence your
team members’ grade through the evaluation process.
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The written report must not be more than 10 pages excluding appendices, doublespaced, 1-inch margins all around, font size 12, use only Times New Roman fonts, with
all pages numbered. You must include exhibits and/or graphs. All exhibit and graphs
must be placed in the appendix. You will lose 5% of the assignment grade for violating
any of the formatting rules.
4. Readings
Readings are assigned for each section of the semester. You will be required to read from your
textbook and additional readings if possible. The additional readings will be supplied on-line.
And it will be your responsibility to read in preparation for the class activities. It is suggested that
you keep a notebook and take notes for each chapter of required reading to supplement the
Powerpoint notes. If you require further explanation of the concepts in the textbook or have
questions after you read the book or Powerpoint notes, or any course-related question, post
your question on the discussion board under “Ask the Professor” so that other students in the
class will have access to your question and my response. I will respond to all course-related
questions within 48 hours. All personal questions should be sent to my email address and I
will respond as soon as possible (usually within 24 hours). I will not respond to any courserelated questions sent to my email address. This is the best way to comprehend the material
since you will not attend classroom lectures.
ADDITIONAL REQUIREMENTS
Written Assignments Policies
a. Every written assignment must have a cover page, page numbered, double-spaced, font
size 12 and above, and 1-inch margins. This mini-case assignments to be submitted to
MOBIUS SLIP are excluded from this policy.
b. All assignments should be well organised, and well written. There should be no typing
errors, spelling mistakes, or grammatical errors.
You will lose points equal to 5% of the assignment grade for each violation.
Blackboard and Electronic Communications
A number of course documents, including course lecture slides and readings, will be posted in
Blackboard. Typically an electronic communication will be sent to the class indicating that a
new posting has been made through your UNCG email address. Having access to and
frequently checking Blackboard and your UNCG emails will be important to your success in this
course.
Email Communications
For purposes of this course I will assume that you check your UNCG email daily. Thus, I
assume you will be aware of any communications or requests sent at least 24 hours prior to any
assignment relating to the class meetings. If you have any questions about UNCG email you
can obtain assistance by calling 256-tech during normal business hours or by asking for
assistance in the Bryan School computer labs.
ALL ELECTRONIC COMMUNICATIONS WILL BE SENT TO YOUR UNCG EMAIL
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ADDRESS. ALSO USE YOUR UNCG EMAIL ACCOUNT TO COMMUNICATE WITH ME AT
ALL TIMES. I WILL NOT RESPOND TO ANY ELECTRONIC COMMUNICATIONS THAT IS
NOT FROM A UNCG EMAIL ACCOUNT.
Inclement Weather
The University of North Carolina at Greensboro will remain open during adverse weather
conditions unless the Chancellor makes the administrative decision to make a schedule change.
Students can obtain details on those decisions from the Adverse Weather Line at (336) 3344400 or the web address: http://www.uncg.edu/iss/weather.htm.
STATEMENT OF STUDENTS' RIGHTS AND RESPONSIBILITIES
As a student in this class, you have explicit rights and responsibilities. Your full understanding
and acceptance of the following rights and responsibilities can lead to more useful time in the
class and more effective learning.
You have the right to expect:
a) Your professor to be prepared for each class, to start the class promptly at the
designated time and to end the class at the designated time.
b) Your professor to teach all scheduled classes or to arrange for a qualified substitute
if it is necessary to miss class because of University or departmental approved
commitments.
c) Clear statements of course expectations, policies, testing, and grading practices and
student performance.
d) Your professor to hold a reasonable number of office hours to discuss assignments
or to assist you with course matters.
e) Knowledgeable assistance from you professor regarding class assignments and
course contents.
f) Your professor's behavior to reflect equitable treatment, ethical practices, and
respect for human rights.
g) Opportunities to challenge ideas and defend your beliefs in a professional manner.
h) To be challenged so as to grow both academically and professionally.
i) Your professor to abide by University policies and to have fairness and clarity in the
evaluation of your performance.
j) Adequate opportunity to appeal any perceived violations of the above rights.
You have specific responsibilities to:
a) Plan your study and work schedule appropriately to allow sufficient time to do quality
work in the course. (Please review "Suggested Academic Workload Guidelines" for
the Bryan School of Business and Economics published in the UNCG Undergraduate
Bulletin)
b) Attend each class on time and be prepared to discuss readings and participate in
discussions.
c) Complete assignments by due date and submit quality work.
d) Understand and follow course policies as explained in class and in the syllabus.
e) Commit yourself to grow academically and professionally.
f) Work effectively and cooperatively as a team member on group projects as
assigned.
g) Practice ethical behaviors and display respect for the rights of others. Please refrain
from eating, drinking, and wearing hats or caps in the classroom.
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h) Contact your professor and discuss circumstances that my prevent you from
achieving acceptable performance and to make contact on a timely basis.
i) Fully understand and abide by the UNCG Honor Policy and other University policies
on student conduct.
j) Report observed violations of the UNCG Honor Policy.
You are encouraged to read the Bryan School’s guidelines for student conduct at
http://www.uncg.edu/bae/faculty_student_guidelines.pdf
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COURSE SCHEDULE / CHECKLIST
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
The schedule of all course assignments is posted at the shared MGT 491 calendar
under your iSpartan account.
Automatic pop-up notifications are set up to inform you of approaching deadlines if you
use the iSpartan calendar.
You can also use the following schedule as a checklist to track your progress in the
course.
Units containing readings and video-lectures are posted in the Learning Area on the
Blackboard.
Surveys and quizzes are posted in the Start Here page of the Blackboard.
Links to access MOBIUS SLIP will be sent to you through your UNCG email.
WEEK
TUESDAY
THURSDAY
Week 1:
August 19-23
Unit 1
Read DLEM Chapters 1 & 13
Readiness Assessment
Unit 1
Read DLEM Chapter 13
Read GLO-BUS Guide
Week 2:
August 26 - 30
Week 3:
September 2 - 6
Week 4:
September 9 - 13
Week 5:
September 16 - 20
Unit 2
Read DLEM Chapter 2
Units 1&2 practice Quiz
Available
Quiz 1 Due (Focus of Quiz is
Units 1 and 2)
Sept. 2 is Labor Day (no class)
Unit 3
Read DLEM Chapter 4
GLO-BUS Practice Decision Due
Unit 3 Practice Quiz Available
Quiz 2 Due (Focus of Quiz is
Units 3, 4 and 5)
Week 6:
September 23 - 27
Unit 5
Read DLEM Chapter 6
Unit 5 Practice Quiz Available
Week 7:
September 30 October 4
Unit 6
Read DLEM Chapter 7
Unit 6 Practice Quiz Available
August 23 is the last day to drop
w/ a full refund.
Unit 2
Read DLEM Chapter 2
Register for MOBIUS SLIP
Mini-case 1 Available (Sept. 1)
Unit 3
Read DLEM Chapter 3
GLO-BUS Quiz 1 Due
Unit 4
Read DLEM Chapter 5
GLO-BUS Decision 1 Due
Unit 4 Practice Quiz Available.
GLO-BUS Decision 2 Due
Mini-case 1 Deliverable 1 (M1 D1)
Due
GLO-BUS Decision 3 Due
Mini-case 1 Deliverable 2 (M1 D2)
Due
Mini-Case 2 Available
GLO-BUS Decision 4 Due
Mini-case 1 Deliverable 3 (M1 D3)
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Due
Week 8:
October 7 - 11
Week 9:
October 14 – 18
Unit 7
Read DLEM Chapter 9
GLO-BUS Decision 5 Due
Unit 7 Practice Quiz Available
FALL BREAK
Quiz 3 Due (Focus of Quiz is Units
6, 7 and 9)
Oct. 11 is last day to drop without
academic penalty
Unit 8
Read DLEM Chapter 10
GLO-BUS Decision 6
Mini-case 2 Deliverable 1 (M2 D1)
Due
Unit 8 Practice Quiz Available
Week 10:
October 21 – 25
Week 11:
October 28 –
November 1
Units 9
Read DLEM Chapter 11
Unit 9 Practice Quiz Available
GLO-BUS Decision 7
Mini-case 2 Deliverable 2 (M2 D2)
Due
Mini-Case 3 Available
Quiz 4 (Focus of quiz is on Units
8 and 9)
GLO-BUS Decision 8 Due
GLO-BUS 3-Year Strategic Plan
Due
Mini-case 2 Deliverable 3 (M2
D3) Due
GLO-BUS Decision 9 Due
Mini-case 3 Deliverable 1 (M3
D1) Due
GLO-BUS Decision 10 Due
Mini-case 3 Deliverable 2 (M3
D2) Due
TEAMS WORK ON GLO-BUS
REPORT
Week 12:
November 4 - 8
Week 13:
November 11 - 15
Week 14:
November 18 - 22
Week 15:
November 25 - 29
Mini-case 2 Deliverable 3 (M3
D3) Due
GLO-BUS REPORT DUE AT
23:59
GLO-BUS Peer Evaluation Due
THANKSGIVING HOLIDAY
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SCHEDULE OF VIDEO LECTURE AND READING ACTIVITIES BY
UNITS

UNIT 1: What Is Strategic Management?
o
o
o
o
o
Unit 1-1: Definition of Strategy and Strategic Management
Unit 1-2: The Strategic Management Process
Unit 1-3: Corporate Governance and Stakeholder Management
Unit 1-4: Ensuring Coherence in Strategic Direction
Unit 1-5: Analyzing Strategic Management Cases
____________________________________________________________________________

UNIT 2: Analyzing the External Environment
o Unit 2-1: Importance of External Environment
o Unit 2-2: Environmentally Aware Organization
o Unit 2-3: The General Environment
o Unit 2-4: The competitive Environment I
o Unit 2-5: The Competitive Environment II
____________________________________________________________________________
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UNIT 3: Assessing the Internal Environment of the Firm (and Intellectual Assets)
o
o
o
o
o
o
o
Unit 3-1: SWOT Analysis
Unit 3-2: Value Chain Analysis
Unit 3-3: Resources and Capabilities
Unit 3-4: Evaluating Firm Performance
Unit 3-5: Knowledge, Human Capital and Intellectual Capital
Unit 3-6: Social Capital
Unit 3-7: Leveraging Human Capital and Knowledge
____________________________________________________________________________
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UNIT 4: Business-Level Strategy
o
o
o
o
o
o
Unit 4-1: Competitive Advantage and Business-Level Strategy
Unit 4-2: Cost Leadership Strategy
Unit 4-3: Differentiation Strategy
Unit 4-4: Focus Strategy
Unit 4-5: Combination Strategy
Unit 4-6: Industry Life Cycle Stages and Business-level Strategies
__________________________________________________________________________
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__________________________________________________________________________
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UNIT 5: Corporate-Level Strategy
o
o
o
o
o
Unit 5-1: Corporate Strategy through Diversification
Unit 5-2: Related Diversification
Unit 5-3: Unrelated Diversification
Unit 5-4: Means to Achieve Diversification
Unit 5-5: Managerial Motives and Value Creation
____________________________________________________________________________

UNIT 6: International Strategy
o Unit 6-1: Factors Affecting International Competitiveness
o Unit 6-2: International Expansion: Motives and Risks
o Unit 6-3: Competitive Advantage in International Markets
o Unit 6-4: Entry Modes of International Expansion
____________________________________________________________________________
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UNIT 7: Strategic Control and Corporate Governance
o Unit 7-1: Responding to Environmental Change
o Unit 7-2: Balancing Culture, Rewards, and Boundaries
o Unit 7-3: Corporate Governance and Internal Control Mechanisms
o Unit 7-4: External Corporate Governance Mechanisms
____________________________________________________________________________
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UNIT 8: Organizational Design
o
o
o
Unit 8-1: Traditional Forms of Organizational Design
Unit 8-2: International Operations and Organizational Structure
Unit 8-3: Boundryless Organizational Designs
____________________________________________________________________________
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UNIT 9: Strategic Leadership
o Unit 9-1: Three Interdependent Activities of Leadership
o Unit 9-2: Emotional Intelligence
o Unit 9-3: Developing a Learning Organization
o Unit 9-4: Creating an Ethical Organization
__________________________________________________________________________